Decisions

9.1

The Team Manager of Private Housing Standards introduced the report which outlined findings from the recently concluded Selective Licensing designation which was in operation on parts of London Road, Abbeydale Road and Chesterfield Road as well as certain adjoining streets. It will give background information as to why the scheme was implemented and a summary of the actions taken by Private Housing Standards in ensuring all licensable properties within the scheme met the licence conditions. It includes information relating to the inspection programme, the enforcement actions taken and a general overview of results and findings.

9.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Note the content of the report.

9.3

Reasons for Decision

9.3.1

No recommendation sought; the report gives an overview of the now completed selective licence designation.

9.4

Alternatives Considered and Rejected

9.4.1

N/A

12.1

The Director of Neighbourhood Services and The Manager of Revenues and Benefits Policy and Support Team introduced the report which set out the financial position of Housing Benefit Subsidy on Temporary and Supported Exempt Accommodation.

12.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Note the information described in the paper and the impact on the 2023/24 Revenue Budget Outturn.

2.     Look forward to the further report in March 2024.

12.3

Reasons for Decision

12.3.1

To provide Members with information relating to the City Council’s revenue budget position for 2023/24.

12.4

Alternatives Considered and Rejected

12.4.1

No other alternatives were considered.

8.1

The Director of Neighbourhood Services introduced the report which stated that the current Housing and Neighbourhoods Engagement Strategy was launched in 2021 and was written in close consultation with tenants and leaseholders, and a commitment was made to review it after 3 years. It was explained that the review had happened, again in consultation with tenants and leaseholders, and the Strategy had been updated based on their feedback. The Action Plan which underpins the Strategy and describes the intention of how implement it was also updated as part of the review. Since the introduction of the new Social Housing (Regulation) Act 2023, the importance of listening to, and acting on, tenant views has become ever more important. It was explained that the updated Tenant and Leaseholder Strategy would help meet those new regulatory requirements.

8.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Note the outcomes of the consultation undertaken as part of the Engagement Strategy Review, as described in this report.

2.     Approves a) the updated Tenant and Leaseholder Engagement Strategy, and b) the updated Engagement Strategy Action Plan.

8.3

Reasons for Decision

8.3.1

Adopting the updated Tenant and Leaseholder Engagement Strategy will enable the Council to further improve how it engages with its tenants and leaseholders.

8.3.2

It will also support the Council in meeting the requirements of the new social housing regulatory framework.

8.4

Alternatives Considered and Rejected

8.4.1

The alternative to updating the strategy as proposed in this paper would be to continue with the current Engagement Strategy that has been in place since 2020. However, this would be contrary to our commitment to reviewing and updating the Strategy after 3 years.

14.1

The Director of Neighbourhood Services referred to the report which was to provide the Committee with a copy of the return made to the Home Office as part of the Safe and Legal Routes Cap Consultation.

14.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Note the contents of the return and the authority’s commitment to resettle 88 refugees in 2025.

14.3

Reasons for Decision

14.3.1

The Council now has over 15 years’ experience of management and delivery of similar refugee resettlement programmes, the longest recent involvement of any local authority in the UK.

Committee is asked to note the consultation response made to the Home Office.

14.4

Alternatives Considered and Rejected

14.4.1

Due to the need to urgently respond to the consultation it was agreed to work with the existing city infrastructure and organisations that currently support the Council and our most vulnerable refugees. The response commits to resettle 88 refugees in 2025. The availability of accommodation and services will continue to be monitored.

13.1

The Director of Neighbourhood Services. referred to the report which was to provide the Committee with a position statement on action taken in response to a petition submitted on 27 October 2023 regarding pest infestation and reports of damp and mould from residents on Verdon Street. The petition was open until 12 December 2023 and was signed by 6 residents.

13.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Note the progress on addressing concerns raised by residents at Verdon Street.

13.3

Reasons for Decision

13.3.1

Members are asked to note the remedial work taking place to address the concerns raised by residents on Verdon Street from the petition considered at Housing Policy Committee in December 2023 and, the ongoing work to respond to these and any further issues at Verdon Street.

13.4

Alternatives Considered and Rejected

13.4.1

No alternative options have been considered. We have a statutory duty to ensure the health and safety of our residents.

11.1

The Housing Decarbonisation Manager introduced the report which briefed members on the commission to RLB (Rider Levett Bucknall) to develop a roadmap to carbon net zero for the Council’s housing stock.

The project directly supports Sheffield’s strategies and ambitions centred on net zero carbon, tackling fuel poverty and providing affordable warmth.

11.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Note the aspiration to integrate heat pump delivery into future housing stock activity, and the outline plans described in this report.

2.     Note the funding shortfall and propose any alternative options for officer examination to meet that shortfall.

3.     Note the ongoing retrofit delivery and build-capacity activity.

4.     Look forward to the final report from the external experts.

5.   Re-state the committee’s endorsement of a fabric-first approach focussing on good quality insulation and ventilation.

11.3

Reasons for Decision

11.3.1

In order to tackle climate change and as part of meeting the Council’s 2030 net zero ambitions it must take action to decarbonise its housing stock. Fundamentally, this involves the transition to low carbon heating solutions. Furthermore, it is essential to ensure the fabric of the buildings provides the appropriate level of thermal retention in relation to new heating technologies to ensure household energy costs are not increased.

11.4

Alternatives Considered and Rejected

11.4.1

The only alternative is to do nothing. This would involve not delivering focussed investment in the retrofit of homes, including improved energy efficiency measures and switch to low carbon heating. This would not meet the Council’s own aims and ambitions to tackle climate change, and it is not sustainable in the long term as national policy transitions away from fossil fuels. To not act sooner creates a greater challenge and cost.

10.1

The Housing Decarbonisation Manager introduced the report which aimed to present the Council’s Housing Policy Committee Climate Statement for consideration by the Housing Policy to ensure that the proposed actions are reflected in the work programme of the committee. The Housing Policy Committee climate statement seeks to:

1.     Respond to the Annual Climate Progress Report 2022/23 in a timely manner.

2.     Restate the cross-party council commitment to taking what action we can to address the climate emergency, adapt our city and council for a changing climate and reduce emissions to achieve our ambition to be a net zero city and council by 2030.

3.      Increase understanding of the impact climate change will have on committees, the opportunities that tackling climate change offers, and the contribution to climate and net zero action each committee is currently making and needs to make moving forward.

10.2

RESOLVED UNANIMOUSLY: That the Housing Policy Committee:-

1.     Consider the Statement of Climate Commitments relevant to the Housing Policy Committee and note the contents of the report.

2.     Note that the Statement of Climate Commitments should form a part of all decisions coming to the committee as part of its duty to consider the climate impact of individual decisions.

3.     Request that a report is brought back to the June meeting on the progress of the delivery of the Statement of Climate Commitment’s and a presentation of what additional items are required to meet the Statement of Climate Commitments.

10.3

Reasons for Decision

10.3.1

It is important that the response to the Annual Climate Progress Report is open and transparent in setting out the challenges which the local authority faces in making progress and clarifies future expectations on the part we all have to play in addressing climate change.

10.3.2

Committee do not currently have specific strategic goals for climate. The process required to develop these, and have the statements approved to be read at each committee meeting meant that option 5.2 was not feasible with the available resource and timeframe.

10.4

Alternatives Considered and Rejected

10.4.1

Not providing committee climate statements considered due to the resource required to collate.

10.4.2

Providing more detailed Committee Climate Statements that provided an overview of strategic climate goals, with each Chair then reading the committees statement publicly at their respective committee meeting following release of the report.

12.1

12.2

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which provided the Adult Social Care Complaints Annual Report 2022-3 for endorsement by Committee and an update regarding learning from feedback from individuals and carers.

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Endorses the Sheffield Adult Social Care Complaints Annual Report 2022 – 2023 attached at Appendix 1.

2. Notes the Analysis of Complaints by Care Quality Commission Quality Statement attached at Appendix 2.

3. Endorses the Learning from Feedback Annual Report attached at Appendix 3. 4. Notes that engagement will be undertaken during 2024 with individuals and unpaid carers to continue to build our approach to learning from feedback and using this to inform service improvements and strategic developments.

5. Agrees that the Strategic Director Adult Care and Wellbeing providing six monthly updates on our learning from feedback and subsequent service improvements as an assurance to Committee that Adult Care and Wellbeing are continually learning from feedback.

12.3

The Committee noted the report.

10.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:

-       Note the continued progress of the Direct Payment Improvement programme and delivery against actions from the strategy delivery plan including the creation of a Personalisation Board to drive and govern future work.

-       Endorse the planned activity for the next 12 months.

-       Approve commissioning strategy Option 5: Provide a Direct Payment Support Service as an in-house service offer.

10.3

Reasons for Decision

10.3.1

Our focus is to offer people of Sheffield a good life with choices as outlined in our Strategy Living the Life you Want to Live. As a Council it is imperative that we fulfil our statutory duties. The Direct Payments and Personalisation Strategy approved in 2022 commits us to delivery.

10.4

Alternatives Considered and Rejected

10.4.1

Options considered for the delivery of the Direct Payments Support Service are as set out in the Options Appraisal. No other options have been considered as the strategy, delivery plan and offer of personalised support and Direct Payments are statutory duties within The Care Act 2014, Care and Support (Direct Payments) Regulations 2014, Care and Support Statutory Guidance issued with the Care Act 2014, Children and Families Act 2014.

9.1

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which updated the Committee on the operational progress that had been made in delivering the hospital discharge and avoidable admission paper that was agreed by the Committee on the 14^th June 2023.

9.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

·       Notes the current performance in relation to discharge and progress in delivering phase one of the hospital discharge and urgent care delivery plan.

·       Approves the Commissioning Strategy to externally commission a specific Discharge Homecare Contract for a period of 2 years with option to extend for a further period of 1 year.

·       Requests that the Strategic Director of Adult Care and Wellbeing provides the Committee with update on progress against the delivery plan in six months

9.3

Reasons for Decision

9.3.1

9.3.2

As a partnership between agencies in Sheffield, we have made a commitment to admission avoidance and the development of a new operating model which focuses on building a partnership between primary and social care will aim in longer term to impact on admission avoidance.

The new discharge model aims to embed an approach where people discharged from an acute hospital bed are assessed at home or in another appropriate community setting where assessments about what care they need can take place. This approach is critical if we are to improve individuals and families experience of discharge, optimise individuals’ wellbeing outcomes, maximise our workforce capacity and effectiveness and reduce avoidable demand.

9.4

Alternatives Considered and Rejected

9.4.1

9.4.2

Do nothing: It would be possible not to produce a plan in relation to discharge – but it would mean any activity would lack focus, coherence, and public accountability.

In relation to the commissioning strategy for discharge homecare, as set out above, the alternative would be to use the existing homecare contracts but it is felt that this could be destabilising and a specific contract is a better option.

11.1

The Committee considered a report of the Strategic Director for Adult Care and Wellbeing which sought endorsement of an Adult Health and Social Care Policy Committee Statement.

11.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:

1. Agree the Adult Health and Care Policy Committee Climate Statement attached at Appendix 1.

2. Note that dedicated adult climate focused workshops will take place during 2024 with social care providers, voluntary sector, and partners to agree a long-term social care action plan to realise our climate ambitions. The resultant action plan will be brought to a future Committee for approval.

3. Note the intention to seek a partnership with academia to consider the adult social care contribution to climate action.

4. Note the intention of the Strategic Director to embed within our contract monitoring processes an assurance that all providers have effective business continuity arrangements to respond to impacts of climate change and have plans to support our climate ambitions.

5. Requests that the Strategic Director of Adult Care and Wellbeing provides an update every six months to Committee on delivery of the Statement.

11.3

Reasons for Decision

11.3.1

11.3.2

11.3.3

It is important that the response to the Annual Climate Progress Report is open and transparent in setting out the challenges which the local authority faces in making progress and clarifies future expectations on the part we all have to play in addressing climate change.

An endorsed Adult Climate Statement gives the public assurance that the Committee is delivering upon its commitment towards Climate Change and Net Zero.

Asking for the six-monthly updates provides public accountability and transparency of our progress in delivery.

11.4

Alternatives Considered and Rejected

11.4.1

Not providing committee climate statements. This would not provide the assurances to Committee and the Council that Climate Change and a commitment to Net Zero are being progressed by Adults Services.

13.1

13.2

13.3

The Committee considered a report of the Strategic Director of Adult Care and Wellbeing which provided the Committee with an update on 2024/5 business planning, an analysis of the underlying financial pressures to be carried forward into the 2024/25 financial year.

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Note the changes to the Committee’s budget plan since the November update and the proposals being brought forward to close the 2024/25 budget gap.

2. Note that £2.8m more Social Care Grant (ringfenced for Adult and Childrens Social Care) than assumed in the Council’s planning has been received but £4.9m less of unringfenced ‘Services Grant received. To note that this has resulted in a subsequent increase of £2m Social Care Grant to Adult Health and Social Care Policy Committee but a decrease of £0.9m corporate funding to Adult Health and Social Care Policy Committee.

3. Note the impact of funding changes on the 2023/24 carry forward position and recovery plan for 2024/25.

4. Note the recovery plan to mitigate underlying demand and cost pressures in 2024/ 2025.

The Committee noted the report.

15.1

15.2

15.3

15.4

The Committee considered a report of the Director of Adult Care and Wellbeing which provided an update on progress made with the Care Sector Workforce Development Strategy 2023-2026 which was endorsed by the Adult Health and Social Care Policy Committee in March 2023. This update was in line with the Cycle of Assurance approved in June 2023.

The Strategy set out a vision for the future of Adult Social Care and explained how the directorate would work towards addressing some of the systemic issues affecting the Adult Social Care workforce.

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Endorses progress made with implementing the Care Sector Workforce Development Strategy 2023 – 2026.

2. Notes that a Care Sector Workforce Strategy Workshop Session will be organised in 2024 to involve and engage Social Care Providers, Voluntary Sector and Academia in further developing our approach to workforce development, wellbeing and including agreement of shared workforce standards.

3. Notes that a Sheffield Adult Workforce Celebration & Recognition Event will be launched in 2024 to celebrate good practice and learning.

4. Notes the intended commissioning strategy for a Sheffield Health and Social Care Academy.

5. Endorses the Sheffield City Council Adults Care & Wellbeing Being Healthy at Work Plan 2024-2025.
6. Requests that the Strategic Director of Adult Care and Wellbeing continues to provide the Committee with updates on progress against the Strategy on a six-monthly basis, including updates made based on ongoing learning.

The report was noted by the Adult Health and Social Care Committee.

14.1

14.2

The committee considered a report of the Strategic Director of Adult Care and Wellbeing which provided a scheduled update on the Adult Health and Social Care Strategy, approved by the Co-Operative Executive on 16^th March 2022. The update was aligned to the Council’s cycle of assurance and set out the delivery progress in relation to the Target Operating Model and the next steps for implementation in 2024 to 2025.

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1.    Endorses progress in delivering on the Adult Care Strategy

2.    Endorses progress in delivering the Target Operating Model

3.    Requests that the Strategic Director of Adult Care and Wellbeing provides an update in six months as part of the DASS and Strategy Delivery Updates

14.3

The report was noted by the Adult Health and Social Care Committee.

10.1

The Head of Libraries, Archives and Information Services introduced the report which sought the Committee’s approval for proposals to support libraries in the city for the period 1st April 2024 to 31st March 2026.

The report sought approval to:

·       Establish a fund of £135,700 in 2024/2025, from which grant awards will be distributed to Associate Libraries and do the same again in 2025/2026; and

·       Provide a package of support for both Associate and Co-delivered libraries as set out in this report on the basis that Together, the grant and support package will be £209,000 for each of the two years

10.2

RESOLVED UNANIMOUSLY: That the Communities, Parks and Leisure Policy Committee:-

1.     Approves the council distributing a grant fund of £135,700 per year to Associate Libraries to assist with their continued sustainability for the period 1st April 2024 until 31st March 2026, subject to relevant agreements and criteria being satisfied.

2.     Approves support for Associate and Co-delivered libraries from the Libraries, Archives and Information Service and other Council services continuing until 31 March 2026, as set out in this report.

10.3

Reasons for Decision

10.3.1

·       The current arrangements for Associate and Co-delivered libraries expires on 31st March 2024.

·        Continued support will increase the likelihood of all volunteer run libraries remaining open and vibrant for the period 01 April 2024 to 31 March 2026.

·        Continued support for Associate libraries will give added confidence to trustees and volunteers, at a point they are taking on longer-term and new lease responsibilities.

·       Supporting the volunteer run libraries to remain on the Library Management System means that all Sheffield library members can access any library in Sheffield using a single, city-wide library card.

·       Continued support will provide a period of financial stability and growth that will attract more volunteers and trustees and give them additional time to build capacity and develop external funding opportunities.

·       The proposal will ensure the standards and controls relating to the operation of the Council’s Library Management System by volunteer libraries are maintained.

10.4

Alternatives Considered and Rejected

10.4.1

Option 2 – Removal of all grant and funded support This option provides no funding for the Associate libraries and removes all support packages beyond which can be provided at no cost to the Council. Strength of this option.

10.4.2

Strength of this option:

·       This option would save £209k per year.

10.4.3

Weaknesses of this options:

·       Consultation with the volunteer run libraries shows a slip in their financial sustainability due to the Pandemic, and therefore sole reliance on fundraising and reserves is unlikely to be a sustainable option.

·       A high probability that a number of libraries would close.

·       Volunteer-run libraries may lose volunteers and struggle to recruit more due to a loss of stability and confidence of Council support.

·       Any library closures would have a negative impact on the health, wellbeing, and prosperity of the communities where libraries closed

10.4.4

Option 3 – Maintenance of grant, but removal of other funded support In this option the Associate libraries would still receive a grant, but the support package would be reduced or cut altogether. This means they would not have access to any Council library book stock and resources, the Library Management System/I.T, and the Peoples’ Network (computer access) or any Council staff support.

10.4.5

Strengths of this options:

·       This option would save the Council £62k per year.

·        The financial sustainability of the volunteer libraries would be maintained

10.4.6

Weaknesses of this option:

·       The quality of the service would significantly reduce as they would not have access to the city-wide book stock and resources and would need to buy significant amounts of new books to retain a viable library service.

·       This option would impact on all communities in Sheffield as currently books can be collected and returned to any of the 28 libraries in Sheffield which would no longer be possible as Associate Libraries would no longer have access to the city-wide catalogue.

·        Without guidance and support from Council staff, the quality of the library offer is likely to reduce – i.e. reduced access to training, governance support, ensuring compliance with data protection, equalities.

10.4.7

Option 4 – 10% reduction in grant and support This option would be to continue with the grant and the support package, but with a ten percent reduction on the grant.

10.4.8

Strengths of this option:

·       This option would save the Council £13,570 per year

10.4.9

Weaknesses of this option:

·       A ten percent reduction in grant, plus the weak financial position of the libraries due to the Pandemic, plus rising energy costs, could mean some libraries can no longer cover their basic running costs.

9.1

The Head of Parks and Countryside introduced the report which aimed to present the Communities, Parks, and Leisure Policy Committee Climate Statement for consideration by the Housing Policy to ensure that the proposed actions are reflected in the work programme of the committee.

The Communities, Parks, and Leisure Policy Committee climate statement seeks to:

1.     Respond to the Annual Climate Progress Report 2022/23 in a timely manner.

2.     Restate the cross-party council commitment to taking what action we can to address the climate emergency, adapt our city and council for a changing climate and reduce emissions to achieve our ambition to be a net zero city and council by 2030.

3.     Increase understanding of the impact climate change will have on committees, the opportunities that tackling climate change offers, and the contribution to climate and net zero action each committee is currently making and needs to make moving forward.

9.2

RESOLVED UNANIMOUSLY: That the Communities, Parks and Leisure Policy Committee:-

1.     Consider the Statement of Climate Commitments relevant to the Communities, Parks, and Leisure Policy Committee;

2.     Resolve that it is satisfied that the actions contained within the Statement of Climate Commitments are reflected in the Work Programme of the Communities, Parks, and Leisure Policy Committee;

3.     Consider whether any amendments to the Work Programme of the Communities, Parks, and Leisure Policy Committee are required in order to best meet the actions contained within the Statement of Climate Commitments.

9.3

Reasons for Decision

9.3.1

It is important that the response to the Annual Climate Progress Report is open and transparent in setting out the challenges which the local authority faces in making progress and clarifies future expectations on the part we all have to play in addressing climate change.

9.3.2

Committee do not currently have specific strategic goals for climate. The process required to develop these, and have the statements approved to be read at each committee meeting meant that option 5.2 was not feasible with the available resource and timeframe.

9.4

Alternatives Considered and Rejected

9.4.1

Not providing committee climate statements considered due to the resource required to collate.

9.4.2

Providing more detailed Committee Climate Statements that provided an overview of strategic climate goals, with each Chair then reading the committees statement publicly at their respective committee meeting following release of the report.

8.1

The Head of Communities introduced this item which set out the current position regarding anti-social behaviour (ASB) in the city centre and seeks approval of a draft Public Spaces Protection Order (PSPO) and approval to consult the public and other stakeholders on the introduction of the PSPO.

8.2

RESOLVED: That the Communities, Parks and Leisure Policy Committee:-

1.     Approves the proposed draft Public Spaces Protection Order (PSPO) for the purposes of carrying out public and stakeholder consultation on the introduction of a PSPO in Sheffield City Centre.

2.     Approve carrying out public and stakeholder consultation on the introduction of a PSPO in Sheffield City Centre and on the draft PSPO.

8.3

Reasons for Decision

8.3.1

The evidence demonstrates a need to change the existing approach to controlling anti-social behaviour in the City Centre. The introduction of a PSPO would give the Council and SYP Officers additional powers to adopt a new approach. The introduction of a PSPO alongside an enforcement framework that focuses on harm reduction could have positive outcomes for some of the City’s most vulnerable residents. The Government’s Statutory Guidance recommends that councils engage in an open and public consultation to give the users of the public space the opportunity to comment on whether the proposed restriction or restrictions of a PSPO are appropriate, proportionate or needed at all. The Council should also ensure that specific groups likely to have a particular interest are consulted. A further report will be produced in due course with recommendations about whether or not to make a PSPO based on the outcomes of the consultation.

8.4

Alternatives Considered and Rejected

8.4.1

Not to consider a PSPO and continue with the current response to ASB in the city centre - This is the ‘do nothing’ option.

The current approach is to target the most entrenched individuals, initially to engage and support and if unsuccessful to seek legal orders. This approach is limited to those identified and recognised as complex or entrenched and does not allow for immediate intervention or enforcement action on unknown persons. The current approach does not allow for wider prevention work.

A PSPO would support the identification of individuals requiring essential support or safeguarding. Additionally for those individuals against whom legal action is being sought, for example, a CBO or injunctions, the mapped PSPO zone could form part of the exclusions or restrictions of those orders.

The evidence provided in section 1.3 demonstrates that the ASB issues identified are persistent and have a detrimental effect on the quality of life of those in the locality. An alternative approach is needed to affect a reduction in the level of ASB and therefore the do nothing option has been discounted.

11.1

The Executive Director Neighbourhood Services submitted a report setting out the key priority areas for capital investment for the Strategy and Resources Policy Committee relating to Essential Compliance and Maintenance and provides an overview of potential projects and priorities for the years 2024 to 2029, together with an overview of anticipated developments and challenges up to 2052.

The Committee is asked to endorse the general approach to inform the Council’s overarching Capital Strategy (which will be brought to Full Council for approval in March 2024)

11.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) endorses the proposals set out in the report now submitted; and

(b) notes that the proposals will now be included in the draft Capital Strategy to be submitted to Full Council for approval in March 2024 and, if approved:

(1) Officers will work with Members to consult with relevant stakeholders (including with partners, staff, trades unions [if required] and in respect of equalities and climate change) on the proposals in this report to inform final project proposals;

(2) Officers will work to develop any necessary detailed implementation plans for the proposals in this report so that the proposals can be implemented as planned; and

(3) Approval for detailed proposals will be sought as part of the monthly capital approval cycle by the Finance Committee.

11.3

Reasons for Decision

11.3.1

Members are asked to note the unsustainable financial position highlighted by the medium-term financial analysis presented to Strategy and Resources Committee in September 2023. This report and its recommendations set out how capital projects can continue to be developed and delivered, despite the limited resources available and continue to deliver quality infrastructure for the people of Sheffield.

11.4

Alternatives Considered and Rejected

11.4.1

The Council is required to both set a balanced budget and to ensure that in-year income and expenditure are balanced. Committee is invited to comment upon and endorse the current proposals to form part of the Council’s wider Capital Strategy for 2024/25.

12.1

The Chief Executive and Angela Foulkes, Chief Executive and Principal at The Sheffield College and Chair of the City Goals Working Group, presented a report detailing the development of Sheffield City Goals, a joint project led between partners across the City of Sheffield. The report provides (i) an overview of the process behind developing the Goals, (ii) presents the finalised City Goals for endorsement and (iii) highlights ongoing work with partners to develop a delivery structure with new partnership arrangements which will assist organisations and people across the city to work together to achieve the Goals.

12.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) notes the process by which the City Goals have been developed, including extensive community engagement and involvement across two separate phases in 2023;

(b) endorses the finalised set of City Goals, subject to potential minor amendments based on discussions with Sheffield City Partnership Board taking place at their Board meeting on Friday 19th January;

(c) notes the strategic links between the City Goals and future Council strategies and plans, particularly the current draft Council Plan;

(d) notes the intention to continue ongoing work with partners to develop a delivery structure with new partnership arrangements which will enable people and organisations across the city to work together to achieve the City Goals; and

(e) notes that officers will provide an update to Strategy and Resources Policy Committee on progress and next steps for the City Goals in 6 month’s time.

12.3

Reasons for Decision

12.3.1

The City Goals are the strategic link between Sheffield City Council (SCC) activity (as outlined in the draft Council Plan) and the wider ambitions of the city. As Sheffield’s civic leader, SCC is one partner but has a significant role to play in the delivery of the City Goals, connecting our democratic and community leadership to the shared vision for the future. The recommendations for Strategy and Resources Policy Committee to endorse the City Goals are therefore a vital statement to citizens and partners of our commitment to supporting a new shared vision for the city

12.3.2

SCC’s support for and involvement in the City Goals work also ensures that we are delivering against the commitments made in the LGA Peer Challenge Action Plan.

12.3.3

The driving principle behind the City Goals, which has galvanised thousands of people to be involved in their development, is that as a city we are more than the sum of our parts. The aim of the Sheffield City Goals is to ensure that all organisations and groups can work towards the same vision for Sheffield. As well as aligning our efforts, the Goals provide a way to better coordinate the city’s time, energy and resources, and to collaborate effectively to create a city to be proud of.

12.4

Alternatives Considered and Rejected

12.4.1

Now the City Goals are finalised, the alternative is for SCC not to endorse them - enabling partners to continue the work but without SCC support. This option was rejected as we are the civic leader of place, we are ambitious for our city and our determination to deliver a bright future for Sheffield can only be achieved with and alongside our communities and our partners.

10.1

The Director of Policy and Democratic Engagement presented a report proposing that the All-Party Parliamentary Group’s (APPG) definition of Islamophobia and the associated guidance statements be adopted by Sheffield City Council, and requesting that the Strategy and Resources Committee consider particular actions to target Islamophobia as part of its forthcoming consideration of the Equality Framework and action plans.

10.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) formally adopt the All-Party Parliamentary Group (APPG) on British Muslims’ definition of Islamophobia, as described in the report, but in doing so agrees that the definition does not and will not be interpreted in such a way as to impinge on protected free-speech rights of any person, and that the term “anti-Muslim hatred” is used in any context where there is the potential for any uncertainty in the intended impact;

(b) formally adopts the associated guidance statements as developed by the Coalition Against Islamophobia; and

(c) request that as part of the action planning process being undertaken to support the Council’s Equality Framework, that specific actions be identified that focus on eliminating Islamophobia.

10.3

Reasons for Decision

10.3.1

In adopting the APPG definition, the council will be taking a first step in allowing it to identify how anti-Muslim hatred manifests itself and functions and therefore, devise meaningful strategies to tackle it. Furthermore, adopting the APPG definition of Islamophobia would signal to British Muslim communities that Sheffield City Council recognises the specific issues that they face, and reassure them that combatting Islamophobia and anti-Muslim hatred is a priority, in line with our recently adopted race equality commitments and draft equality goals.

10.4

Alternatives Considered and Rejected

10.4.1

Two alternative options were considered:

The first is for Sheffield City Council (SCC) not to adopt the APPG definition of Islamophobia. This was dismissed as it would not support our commitment to become an anti-racist organisation and city, and would not be in line with our Council Plan and Equality Framework commitments.

The second option considered was for SCC to adopt a bespoke definition of Islamophobia or anti-Muslim hatred. This was dismissed because sucha definition would not be widely known or understood and would mean that Sheffield was using a different definition than other places that have adopted the APPG definition

9.1

The Executive Director, Neighbourhood Services submitted a report setting out the 2024/25 Housing Revenue Account (HRA) Business Plan. Each year the HRA Business Plan is reviewed and updated to set budgets and charges for the year ahead and to provide an updated 5-year plan and 30-year affordability profile.

The report provided the Strategy & Resources Policy Committee with an update on the current national and local housing context, regulatory requirements, the priorities for Committee action alongside capital and revenue spending plans for 2024/25 and indicated that the Housing Policy Committee will then be responsible for overseeing the scrutiny and, delivery of those plans on behalf of the Council housing tenants of Sheffield.

The HRA Business Plan had also been considered by the Housing Policy Committee at its meeting on 14th December 2023.

In addition to the recommendations contained in the report, the meeting received details of an additional recommendation in respect of rents for temporary accommodation, details of which were set out in paragraph 2.16 of the report.

9.2

RESOLVED: That Strategy and Resources Policy Committee recommends to the meeting of Full Council on 7 February 2024 that:-

(a) the Housing Revenue Account (HRA) Business Plan report for 2024/25 and the HRA Business Plan priorities for 2024/25, as set out in the Financial Appendix to this report are approved;

(b) the HRA Revenue budget 2024/25, as set out in the Financial Appendix to the report is approved;

(c) notes that once adopted by the City Council, monitoring the delivery of HRA Business Plan priorities will be within the remit of Housing Policy Committee and a regular performance reporting schedule will be approved;

(d) rents for council dwellings are increased by 7.7% from April 2024 in line with the Regulator of Social Housing’s Rent Standard;

(e) garage rents for garage plots and sites are increased by 7.7% from April 2024;

(f) the sheltered housing charge is increased by 6.7% from April 2024;

(g) the burglar alarm charge is increased by 6.7% from April 2024;

(h) the furnished accommodation charge is increased by 6.7% from April 2024;

(i) there is no increase to the community heating charge at this time; and

(j) rents for temporary accommodation are increased by 7.7% for 2024/25.

9.3

Reasons for Decision

9.3.1

The report and its recommendations, sets out the scale of the challenge ahead, the limited resources available and the difficult decisions that now need to be taken to deliver a balanced HRA budget for 2024/25 and for the overall 30-year viability. The delivery of a balanced HRA budget is dependent on setting a 7.7% rent increase for Council tenants as set out in this report

9.4

Alternatives Considered and Rejected

9.4.1

The Council is required to both set a balanced in year HRA budget and to ensure that in-year income and expenditure are balanced over 30 years. No other alternatives were considered.

8.1

The committee considered a report of the Director of Finance and Commercial Services to present the 2022/23 Sheffield City Council Charity Accounts, to communicate any relevant matters arising from the external auditors’ independent examination, and to conclude the examination, by requesting that Trustee approval is given by signing the Letter of Management Representations, the Statement of Accounts and the Annual Trustees Report.

8.2

RESOLVED UNANIMOUSLY: That the Charity Trustees Sub-Committee:-

·       notes the 2022/23 Sheffield City Council Charity Accounts and outcome of the external auditor’s independent examination undertaken by Rogers Spencer Ltd Chartered Accountants.

·       approves the 2022/23 Charity Accounts and authorises the Chair of the Charity Trustees Sub-Committee to sign the Statement of Accounts, Trustee Report and Letter of Management Representations to conclude the external auditor’s independent examination subject to their being updated to

Ø  reflect that the committee collectively discharges the responsibilities of the Council as a trustee

Ø  remove wording relating to Firth Park from the High Hazels Notes to the Financial Statements

Ø  remove any reference to the ‘Leaders Scheme of Delegation’

Ø  replace any reference to Councillor Bryan Lodge with Councillor Ian Auckland

Ø  amend the date of change to the committee system to May 2022

Note: Councillor Naz had left the room and did not take part in this vote

8.3

Reasons for Decision

The Committee, acting as Trustee, were satisfied with the accounts and as Trustee, if so satisfied, are required to approve the financial statements in order to provide audit assurance that their obligations as trustees to the charities have been met and subsequently conclude the external audit independent examination process, allowing for publication of the annual returns with the Charity Commission.

8.4

Alternatives Considered and Rejected

If they had concerns/questions, then the Committee could have declined to approve the accounts until they were satisfied with them.  That was not necessary on this occasion.

11.1

The committee considered a report of the Executive Director of Neighbourhoods to provide an update on actions agreed at the meeting of the Charity Trustee Sub-Committee on 18^th October, 2023 to include;

1.    The proposal for Sheffield City Council, in partnership with stakeholders, to develop a strategy for the restoration of the Rose Garden Café building (options 2A and 2B), pausing work on a replacement building approach (design options 3 and 4) and a limited works approach (design options 1 and 5).

2.    That the Rose Garden Café Partnership, once established, creates an action plan to develop the strategy for restoration, which will include defining the following:

·       A framework for a proportionate public consultation on the Rose Garden Café.

·       Establish funding sources to meet the structural remediation and building refurbishment works.

·       Agree a strategy for public communication.

and then proceeding to carry out the agreed consultation and implement the agreed public communication strategy in order to inform the strategy for restoration that will be brought back to the Committee in due course.

11.2

RESOLVED UNANIMOUSLY: That the Charity Trustees Sub-Committee:-

1. Notes the progress made towards the actions agreed in the October 2023 report.

2. Agrees to receive a further report in March 2024 on progress towards the recommendations agreed in the October 2023 report.

3. Notes that further updates and decisions will be taken to the appropriate Committee as required.

11.3

Reasons for Decision

The Committee were pleased to receive the update on the progress made following the recommendations approved by the Charity Trustee Sub-Committee on 18^th October 2023 and were keen to receive a further update in March.

11.4

Alternatives Considered and Rejected

The report to the Committee was produced to provide an update on progress made towards the recommendations made in the Rose Garden Café 18^th October 2023 report. The only alternative options would have been not to receive an update report at this time or to ask for a further at a different point than March 2024.

10.1

The Chair proposed that the Tramlines Festival report be deferred to a later meeting.

10.2

UNANIMOUSLY RESOLVED: That the Charity Trustees Sub-Committee:-

Agrees to defer the report to a later meeting to allow further work to be carried out,

including further briefings for committee members on the exempt appendices to the report.

10.3

Reasons for Decision

To allow further information to be provided to committee members.

10.4

Alternatives Considered and Rejected

Not applicable

9.1

The committee considered a report of the Director of Parks, Leisure and Libraries seeking the approval of the Charity Trustee Sub Committee acting as Charity Trustee of Firth Park (Registered Charity Number 1104444) (“the Charity”) to the grant of a Tenancy at Will (TAW) in respect of the Property (as defined at paragraph 1.2 of the report and referred to in the plan attached hereto) to Hilary Dawtry on the terms set out in the Appendices to the report.

9.2

RESOLVED UNANIMOUSLY: That the Charity Trustees Sub-Committee:-

·       confirm that, on consideration of this report and the commercial terms and advice set out in attached Appendices, it is satisfied that the proposed terms promote the objects of the Charity and the Tenancy at Will is in the best interest of the Charity.

·       approve the Tenancy at Will based on the terms set out in the report.

9.3

Reasons for Decision

The proposal to grant a Tenancy at Will of this café facility:

·       safeguards the café facility at Firth Park for the short term.

·       secures an increased income stream by way of rent and contribution to running costs of the Park.

·       enhances the attractiveness of the park as a valuable asset for use by the community

·       enables the demised property to be occupied for the purposes of the charitable objects of the Charity

·       complies with the statutory provisions contained within the Act and further with the requirements of the Charity Commission.

9.4

Alternatives Considered and Rejected

It was considered that there are no realistic alternative options here at this time.